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The following e-newsletters and articles by Leigh Branham are organized by topic and require Adobe Acrobat for viewing.
Back issues: Keeping the People Report E-Newsletter
The following article was published in the December 4, 2012 Kansas City Star Business section as a guest commentary.
Kansas City Star Business section, December 4, 2012.
War for Talent:
American Institute of Architects, Points of View, June 2007.
Employee Retention Best Practices:
Chicago Wellness, May/June 2007.
Harvard Management Update.
Kansas City Star, July 26, 2005.
Employees don’t leave a company so much as get shoved out the door. The keys to keeping and engaging employees are no big mystery, yet so many managers just don’t see it. – Posted at http://www.gwsae.org – February 2005
How employer-of-choice companies are winning the war for talent by putting the emphasis on soft issues, such as good management, measurement, accountability and positive culture.
Companies such as the SAS Institute make Fortune’s list of the 100 best places in America to work by espousing a “give before you get” philosophy.
Five things that keep companies from capitalizing on their greatest competitive asset—the talent of their employees.
Building a culture of informal recognition is a fundamental step toward building an employer-of-choice culture. Managers must pay heed to basic human need for appreciation and praise, which, for many, means managing differently than they themselves have been managed.
This commentary was written before the ceasefire in the war for IT talent, but the way to retain IT workers will remain the same in good times and bad—ask them what they need and give it to them.
Leadership Excellence article. December 2005, http://www.leaderexcel.com.
Why many companies are switching from conducting satisfaction surveys to creating and administering surveys that track employee engagement, a more inclusive concept that encompasses satisfaction, commitment, and productivity.
With all the recent emphasis on holding managers accountable for engaging their employees, it’s about time we started challenging employees to do more to keep themselves engaged. Presents five things every employee can do.
Kansas City Star, April 1, 2008 by Leigh Branham
The Globe and Mail, April 27, 2005 by Leigh Branham
Kansas City Star, February 8, 2005 by Leigh Branham
Post-exit interview reveal that most employees who voluntarily leave organizations do so because of “push factors” rather than “pull factors.” This commentary covers six key factors that “push” employees out of the organization
How employers are branding their companies as great places to work using the same principles they have used for years to brand and sell their products and services to the right customers.
Leadership Development / Assimilation:
With four out of 10 new leaders failing in their first 18 months on the job, you might think more organizations would do more to smooth the assimilation of new leaders and take the necessary steps to prevent derailment.
Because they don’t have enough Gen-Xers available to replace retiring Boomers, only a third of companies have the leaders they need to successfully pursue business opportunities. Presents five ways to effectively identify and develop rising leaders.
Human Capital ROI:
The author responds to a local newpaper columnist who discounted the value of employee surveys and recent findings by the Conference Board that employee job satisfaction has dropped by 20 percent since 1995.
Many CEOs have changed their mind-sets about employees as expendable resources, acknowledging what human capital research has now firmly established—that the best reason to invest in the development of your employees is that it pays dividends to the bottom line.
Culture of Choice:
Do you work in a “culture of sacrifice,” where employees are seen as fuel to be burned, or in a culture of mutual commitment, where employees are viewed as a renewable resource.
Generations at Work:
With four—almost five—generations in the workplace, tensions can arise through misunderstandings and miscommunication.
Ideas for Millenials, Gen-Xers, Boomers and Traditionalists.
Boomers and Generation-X’ers have fundamentally different expectations and values in the workplace. Still, organizations must find ways to get them to meet each other halfway, including these few guidelines on ways Boomer managers can get more commitment from X-er employees.
More than 70 percent of organizations conduct employee surveys, but many conduct those surveys in such a way that they wish they had never surveyed in the first place. Knowing these 12 most common mistakes makes it less likely you will make them.
Published in You Manage Law, September, 24, 2008 Outlines best practices for educating law firm administrative staff and supporting their development through online education..
Leigh is a member of the Society for Human Resource Management and The Organizational Development Network. He also volunteers for Junior Achievement and The Center for Faith and Work in Kansas City.
To contact Leigh Branham, call (913) 620-4645 or E-mail Leigh at LB@keepingthepeople.com.